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organizational behavior
Organizational Behavior Managing People And Organizations 10th Edition Ricky W. Griffin And Gregory Moorhead - Solutions
Name the three people today whom you consider to be the most charismatic. How well do they/might they function as a leader?
In your opinion, is it possible for someone with little or no charisma to become charismatic, if so, how? If not, why not?
Have you ever made direct leadership attributions about someone based on the context in which you observed them?
What are some of the substitutes and neutralizers to leadership that might exist in your classroom?
Do you believe that men and women differ in how they lead? If so, what are some of the factors that might account for this difference?
In what ways does strategic leadership differ from “non-strategic” leadership? In what ways do these distinctions differ?
Some people have held that highly successful managers and leaders all face situations in which they cannot be entirely truthful and still succeed. For example, a politician who personally believes that a tax increase is inevitable may feel that to fully disclose this belief will result in a
Effective strategic leadership means maintaining a superior alignment between an organization and its environment. In what ways did Anderson focus on and achieve this goal at Best Buy?
Likewise, effective strategic leadership requires a thorough knowledge of the organization that you’re trying to lead, including its strengths and weaknesses. What appear to be the organizational strengths of which Anderson took advantage at Best Buy?
In what ways was Anderson a transformational leader in order to execute his strategy for Best Buy, how did he combine transformational with transactional leadership? In what ways did Anderson exhibit characteristics of a charismatic leader?
Assume that you’ve put in a year to 18 months working in the cell phone department at a Best Buy store. Apply the Hersey and Blanchard model of leadership to your situation: What must your superiors do in order to get you “ready” to make inventory management and similar decisions?
To what extent did your own experiences affect how you performed this exercise?
Are there some jobs for which there are no substitutes? Provide examples.
Should managers actively seek substitutes for leadership? Why or why not?
Can a person without influence be a leader? Does having influence automatically make someone a leader?
Have you ever engaged in impression management? What did you hope to accomplish?
What might happen if two people, each with significant, equal power, attempt to influence each other?
Cite examples based on a professor-student relationship to illustrate each of the five bases of organizational power.
Is there a logical sequence for the use of power bases that a manager might follow? For instance, should the use of legitimate power usually precede the use of reward power, or vice versa?
Cite examples in which you have been committed, compliant, and resistant as a result of efforts to influence you. Think of times when your attempts to influence others led to commitment, compliance, and resistance.
Do you agree or disagree with the assertion that political behavior is inevitable in organizational settings?
The term “politics” is generally associated with governmental bodies. Why do you think it has also come to be associated with the behavior in organizations described in this chapter?
Recall examples of how you have either used or observed others using the techniques of political behavior identified in the chapter. What other techniques can you suggest?
Recall an instance when you have experienced each of the four forms of organizational justice in either a positive or negative manner.
Explain how each of the following forms of power was involved in Gallagher’s situation: legitimate, coercive, position, and personal.
In your opinion, to what extent were organizational politics involved in Gallagher’s situation?
Explain how Gallagher’s rights to procedural justice were violated. How about her rights to interpersonal justice?
Experts estimate that only 5 to 15 percent of women who’ve been harassed in the workplace complain either to their employers or to such agencies as the EEOC. Why do you suppose this is so? If you were an employer, what steps would you take to improve this situation?
Did class members find it easy to agree on the answers if not, why not?
To what extent would more knowledge of a specific individual change your answers? To what extent would more knowledge of a specific situation change your answers?
Based on each position’s power base(s), what outcomes would a person in this position be likely to experience if they were acting as a leader?
Recall instances in which you have experienced each of the three primary forms of conflict.
In general, is one form of conflict likely to be more costly to an organization than the others? Why or why not?
Are certain forms of conflict more likely than others to be associated with each level of interdependence in what way?
Have you ever been a party to conflict that had positive benefits? What were the details?
How comfortable are you personally in dealing with conflict?
What is the primary risk of trying to stimulate moderate levels of conflict in a situation characterized by lethargy?
Relate the various methods of resolving conflict to the primary forms of conflict. That is, for example, what conflict resolution methods are most likely to be useful in dealing with task conflict?
Describe various ways in which conflict and negotiations may be related.
Why don’t people engaged in all negotiation situations try to adopt a win-win mentality?
Recall an instance in which you negotiated something and describe it in terms of the discussion of negotiation in this chapter.
In what ways did William Perez encounter process conflict at Nike? How about relationship conflict?
In what respects does Nike’s managerial hierarchy appear to be conducive to conflict?
Phil Knight has said: “It’s been 40 years that the company has grown around my idiosyncrasies. They don’t even know that they’re idiosyncrasies anymore, and of course neither do I.” If you were working with Phil Knight, what steps would you take to avoid relationship and interpersonal
“Nike’s early management meetings,” reports a writer familiar with the company, “were rowdy, drunken affairs. When fights broke out . . . Knight would rarely interrupt. He liked to see the passion.” At what point does the strategy of conflict stimulation appear to break down at Nike? In
Explain the nature of the conflict that exists in this work group.
Develop a course of action for dealing with the situation.
How comfortable were you with the final division of labor?
If this were a real assignment, what concerns would you have about having a successful outcome? What steps, if any, might you use to offset those concerns?
What factors did you consider as you reached agreement on how to divide up the work?
Define “organization structure” and explain its role in the process of managing the organization.
What is the purpose of organization structure? What would an organization be like without a structure?
In what ways are aspects of the organization structure analogous to the structural parts of the human body?
How is labor divided in your college or university? In what other ways could your college or university be departmentalized?
What types of organizations could benefit from a small span of control? What types might benefit from a large span of control?
Discuss how increasing formalization might affect the role conflict and role ambiguity of employees. How might the impact of formalization differ for research scientists, machine operators, and bank tellers?
How might the impact of formalization differ for research scientists, machine operators, and bank tellers?
How might centralization or decentralization affect the job characteristics specified in job design?
When a group makes a decision, how is responsibility for the decision apportioned among the members?
Why do employees typically want more authority and less responsibility?
Consider the job you now hold or one that you held in the past. Did your boss have the authority to direct your work? Why did he or she have this authority?
Describe at least four features of organization structure that were important parts of the classic view of organizing.
Based on what you can tell from the case, make a quick chart of Anglo’s organization prior to Carroll’s changes. Then make a similar chart of its organization after those changes. Be prepared to explain the key differences highlighted by your two charts, as well as the advantages that Carroll
Describe the results of Anglo’s changes to its organizational structure in terms of configuration, operational aspects, and responsibility and authority.
In addition to seven business units, Anglo’s restructuring creates five functional groups—Finance, Mining & Technology, Business Performance & Projects, HR & Communications, and Strategy & Business Development. Describe some of the ways in which these new functional groups will
In your opinion, has Carroll done a good job so far of balancing her responsibility with her authority? What does she now have to do in order to sustain or improve that balance and to ensure that her strategy is successful?
How difficult was it to come up with a different way of structuring the organization?
What would it take to convince the current head of that organization to go along with your suggested changes?
Which aspects of structure were the hardest to obtain information about? Why?
If there were differences in the responses of the employees you interviewed, how do you account for them?
What are the differences between universal approaches and contingency approaches to organization design?
Define “organizational environment” and “organizational technology.” In what ways do these concepts overlap?
Identify and describe some of the environmental and technological factors that affect your college or university. Give specific examples of how they affect you as a student.
How does organization design usually differ for large and small organizations?
What might be the advantages and disadvantages of structuring the faculty members at your college or university as an autonomous work group?
What do you think are the purposes, goals, and strategies of your college or university? How are they reflected in its structure?
Which of Mint berg’s pure forms is best illustrated by a major national political party (Democratic or Republican) A religious organization A football team The U.S. Olympic Committee?
In a matrix organization would you rather be a project leader, a functional department head, or a highly trained technical specialist? Why?
Discuss what you think the important design considerations will be for organization designers in the year 2020.
How would your college or university be different if you rethought or reengineered how it is designed?
Have you ever been on a flight that involved a code sharing arrangement? Did you notice then—or do you realize now—that there were advantages to the practice of code sharing? Based on what you know about airline travel, list a few of the possible advantages of code sharing for passengers.
In what ways might the divisionalized forms of most airlines lend themselves to the requirements of alliance membership? In what ways might they be compatible with the organizational needs of the alliances themselves?
In what ways does an airline alliance reflect each of the four dominant themes of current design strategy?
According to one industry analyst, “in a scale business . . . size does matter.” What does he mean by “a scale business”? Why is the airline industry “a scale business”? Once you’ve thought about these two questions, how would you describe the “specific opportunity” which, as
Which aspects of strategy, size, environment, and technology were the most difficult to obtain information about? Why?
If there were differences in the responses of the employees you interviewed, how do you account for them? Discuss.
If you were the president of the organization you analyzed, would you structure it in the same way? Why or why not? If not, how would you structure it differently?
How did your answers to questions 2 and 3 differ from those in the exercise?
A sociologist or anthropologist might suggest that the culture in U.S. firms simply reflects the dominant culture in the society as a whole. Therefore, to change the organization culture of a company, one must first deal with the inherent values and beliefs of the society. How would you respond to
Psychology has been defined as the study of individual behavior. Organizational psychology is the study of individual behavior in organizations. Many of the theories described in the early chapters of this book are based in organizational psychology. Why was this field not identified as a
Describe the culture of an organization with which you are familiar. It might be one in which you currently work, one in which you have worked, or one in which a friend or family member works. What values, beliefs, stories, and symbols are significant to employees of the organization?
Discuss the similarities and differences between the organization culture approaches of Ouchi and Peters and Waterman.
Describe how organizations use symbols and stories to communicate values and beliefs. Give some examples of how symbols and stories have been used in organizations with which you are familiar.
What is the role of leadership in developing, maintaining, and changing organization culture?
Review the characteristics of organization structure described in earlier chapters, and compare them with the elements of culture described by Ouchi and Peters and Waterman. Describe the similarities and differences, and explain how some characteristics of one may be related to characteristics of
Discuss the role of organization rewards in developing, maintaining, and changing the organization culture.
Describe how the culture of an organization can affect innovation.
Review the various definitions of organization culture in Table 18.1. If you were analyzing the culture at the Department of the Interior, which of these definitions would you use to explain what organization culture is? Feel free to select more than one definition or to craft your own, but be sure
Review the various definitions of organization culture. If you were analyzing the culture at the Department of the Interior, which of these definitions would you use to explain what organization culture is? Feel free to select more than one definition or to craft your own, but be sure to explain
The case mentions two explanations of the dysfunctional culture at the division of Fish and Wildlife and Parks: (a) it shows “how one person’s contempt for the public trust can infect an entire agency”; (b) it reflects a “culture of fear” fostered by certain senior managers. In your
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